Does The Glass Ceiling Exist? A Longitudinal Study Of Womens Progress On French Corporate Boards

Đặng, Rey; Nguyen, Duc Khuong; Vo, Linh‐Chi

doi:10.19030/jabr.v30i3.8576

Cited by 27 publications

(22 citation statements)

References 33 publications

(24 reference statements)

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“…This additional invisible barrier, the "second glass ceiling" (Wearing and Wearing, 2004), prevents the full improvement of very skilled women inside corporations. This especially occurs when women are appointed as independent directors on boards and they are single or without any professional link to the company or powerful positions (Arfken et al, 2004;Dang et al, 2014).…”

Section: A Literature Review On Gender Diversity and Quotasmentioning

confidence: 99%

Effects of gender quotas in Italy: a first impact assessment in the Italian banking sector

Vita

Magliocco

2018

IJSSP

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Purpose The purpose of this paper is to provide a first impact assessment of the Italian quota law in order to explore whether “gender equality by law” contributes to redefining, albeit in part, consolidating and establishing positions of power and decision making. The paper analyses these dynamics by focusing on a specific economic sector, the banking sector. The analysis strives to determine: whether binding quotas are giving rise to an apparent enforcement by building up new distortionary equilibria (such as new forms of horizontal segregation); what extent the financial crisis has impacted on the rhetoric of female representation, and whether it has pushed towards a “regenerative” organizational change aimed at achieving a more inclusive and egalitarian image. Design/methodology/approach The paper is organized as follows. Section 2 reviews the theoretical and empirical debate on gender diversity and quota impact. Section 3 reports macro and micro data on the italian system; Section 4 describes the Italian banking system and gives a first impact assessment on Italian banks of the mandatory gender quotas in Italy (the so-called “Golfo-Mosca law,” named after MPs who proposed the law); some qualitative considerations are carried out on the reactions of Italian banks to the financial crisis in terms of “bridge policies” aimed at corresponding to a higher demand of customer satisfaction and fairness. Section 5 concludes and summarizes the finding of the study. Findings The Italian banking system is not so dramatically ranked among the EU countries as in the recent past. The gender rebalance in management bodies could be considered rather satisfying. If we compare ten-year-old findings, the number of women on board of directors has tripled. But data clearly show a dichotomy due to significant differences between listed and non-listed banks. In non-listed banks, women are still relegated to an under-represented position, reaching only 13 percent on boards of directors (as against 33 percent in listed banks). The data confirm the results found in non-financial sector that women are significantly better represented on audit boards. In accordance with all previous studies, no relevant changes can be noticed on key-decision roles: no CEOs or Directors general are women in listed banks, and women are always more represented in non-executive functions. Originality/value The paper analyses the law experience in Italy as a significant case study by proving that rules such as temporary binding gender quotas (introduced by law in 2011) can be useful, but not always enough to remove blocking or distortive factors in organizational ladders.

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Section: A Literature Review On Gender Diversity and Quotasmentioning

confidence: 99%

Effects of gender quotas in Italy: a first impact assessment in the Italian banking sector

Vita

Magliocco

2018

IJSSP

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“…This barrier is related to the priority they attach to their caring role, the need to balance their personal lives and careers and, in turn, their identity construction. In spite of female participation in the labour market increasing (Dang et al, 2014), there is evidence of under-representation of women in senior talent pools (Powell and Butterfield, 2015). This has been attributed to discrimination against women epitomised in the metaphor 'the glass ceiling' which has dominated gender studies since the 1980s.…”

Section: Barriers To Womenmentioning

confidence: 99%

Identity, glass borders and globally mobile female talent

Kirk

2019

JGM

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Purpose The purpose of this paper is to explore the interplay between identity and global mobility in the careers of senior, female talent, uniquely taking into account the perceptions of both female and male participants. In addition, the role organisations can play in enabling women to overcome these identity constraints is identified. Design/methodology/approach This interpretivist study draws on data from 38 in-depth interviews with senior managers in a large, multinational organisation to elicit a rich picture of how such careers are enacted. Findings Findings reveal how identity conflicts function as a glass border for globally mobile, senior female talent. Ways in which talent can access positive identity narratives to inform global mobility choices are identified. Research limitations/implications The limitations of this study include the relatively small sample size and the single case design of this research. The findings, however, offer insights into the identity work of globally mobile, female talent across different contexts. Practical implications Organisations can facilitate access to identity narratives through mentoring, face-to-face forums and via the internet to enable globally mobile, female talent to make more informed global mobility choices. Originality/value Drawing on identity theory, this paper examines how identity work for globally mobile, female talent has more fluid interpersonal boundaries than for men, creating on-going identity struggles. In highlighting how identity narratives can act as a means of breaching the glass border and facilitating global mobility for female talent, a contribution is made to existing debates in the fields of identity, gender studies and global talent management.

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“…Pfeffer & Davis-Blake, 1987;Pfeffer & Salancik, 2003) improve board decision-making and firm performance (Konrad, Kramer, & Erkut, 2008;Post & Byron, 2015;Rhode & Packel, 2014). As a result of both normative pressures and pro-active firm initiatives, board representation for women has increased (Dang et al, 2014;Helfat et al, 2006;Hill et al, 2015;Mohan, 2014).…”

Section: The Gender Pay Gap In Executive Boardsmentioning

confidence: 99%

“…Market forces would therefore suggest that firms compete for eligible women and that women executives will receive a pay premium (e.g. Dang, Nguyen, & Vo, 2014;Hill, Upadhyay, & Beekun, 2015;Leslie et al, 2017). On the other hand, women (especially when recruited from outside) may be stereotyped against or may hold inferior bargaining power compared to men, for example, because pay commissions are overwhelmingly male (e.g.…”

Section: Introductionmentioning

confidence: 99%

The gender pay gap in European executive boards: the role of executives’ pathway into the board

Schneider

Iseke

Pull

2019

The International Journal of Human Resource Management

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We provide crosscountry evidence on the gender pay gap on executive boards in large European companies and show that the pathway into the boardinternal promotion versus external recruitmentmatters for the size of the gap. We find evidence that among executives, women are paid less than menespecially when they were recruited from outside. Since for external candidates, gender stereotyping, and discrimination might be more pronounced than for internal candidates, our results support a power-and-discrimination-based view rather than a market-based view. Our empirical analysis is based on individual pay data for 359 executive board members in 75 firms in six countries (UK, France, Germany, Italy, Spain, and Switzerland) from 2011 to 2014. We find an unadjusted pay penalty for women of around 17% and an estimated adjusted gender pay gap of around 11%. The size of the adjusted gender pay gap crucially depends on the executives' pathway into the board: Among the executives who were recruited from outside the firm, women receive an estimated 19% less than men. Our article suggests that the pathway into the board matters for women's bargaining position and should be explored in future studies.

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Does The Glass Ceiling Exist? A Longitudinal Study Of Womens Progress On French Corporate Boards

Cited by 27 publications

References 33 publications

Effects of gender quotas in Italy: a first impact assessment in the Italian banking sector

Effects of gender quotas in Italy: a first impact assessment in the Italian banking sector

Identity, glass borders and globally mobile female talent

The gender pay gap in European executive boards: the role of executives’ pathway into the board

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